Apollo Care Central Manchester

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

This is the first assessment for this service. This key question has been rated good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

Staff consistently described the provider as supportive, approachable and “Like a little family,” They said the registered manager was welcoming, accessible and always available for advice, reassurance or guidance, which helped create a culture where staff felt valued and confident in their roles.

Staff understood the service’s values and described working in ways which aligned with them. They spoke about prioritising continuity, respecting people’s choices, maintaining predictable routines and adapting care to individual needs. Staff said they were encouraged to share ideas, raise concerns and contribute to improvements.

The registered manager promoted a learning culture, responding to concerns with shadowing, refresher training, strengthened communication and rota adjustments. Staff described regular supervision, competency checks and opportunities to develop skills, which reinforced shared expectations and consistent practice. Compliments highlighted trust, confidence and satisfaction, while complaints were managed proportionately and transparently, demonstrating a culture of accountability and continuous improvement.

The service’s direction was also reflected in its future planning. The registered manager explored tendering opportunities, considered expanding registration to meet emerging community needs and engaged with local authorities to understand gaps in provision.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

Staff consistently said the registered manager was welcoming, approachable and always available when support was needed. They felt listened to, valued and confident that any concern—whether about safeguarding, medicines, moving and handling or personal wellbeing—would be responded to promptly and respectfully. Staff said the registered manager “Always calls back immediately” and “Is there any time we need advice”.

Leaders demonstrated compassion in the way they supported both staff and people receiving care. Staff described receiving additional help during maternity, flexible support when working alone, and regular informal check‑ins after difficult shifts. They said the registered manager noticed what they did well, provided constructive feedback and encouraged learning.

Leadership was inclusive and person‑centred. The registered manager encouraged staff to share ideas, contribute to improvements and work collaboratively with families and professionals. Staff said they were trusted to use their knowledge of people’s routines, preferences and communication styles, and felt empowered to make suggestions that were listened to.

Leaders demonstrated capability through good governance, clear communication and a commitment to continuous improvement.

Feeback from people and relatives was positive. One relative told us, the provider had a “Wonderful staff team” and were “Very reliable.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff told us they felt confident raising concerns and described a culture where speaking up was encouraged, welcomed and acted upon. They said the registered manager was approachable, available at all times and responded quickly when issues were raised. Staff explained they could contact the registered manager by phone, text or WhatsApp and would always receive a prompt reply. They said, “If I have any concerns, I call [registered manager] and they back immediately,”

Staff demonstrated clear understanding of safeguarding responsibilities and knew who to contact if they had concerns, including leaders, the Care quality Commission (CQC) or the police. They said they followed policies and felt supported to escalate issues without fear of blame. Staff described receiving refresher training, shadowing and direct guidance when concerns were raised, showing that speaking up led to learning and improvement rather than criticism.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

Staff described a workplace culture that was inclusive, respectful and supportive. They said the registered manager was approachable, fair and treated everyone consistently, regardless of background, experience or personal circumstances. Staff reported feeling valued and listened to and said they could raise concerns openly without fear of judgement.

The service demonstrated inclusive leadership through flexible support for staff with different needs. These actions helped create an environment where staff felt safe, supported and able to thrive.

Training and development opportunities were offered equitably. Staff said they received structured induction, mandatory training, competency checks and regular supervision. They described being encouraged to build on their strengths and take on new responsibilities as the service grew. Staff felt the registered manager recognised potential and provided opportunities fairly, without favouritism.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

Governance arrangements showed strengths in communication, responsiveness and staff support. However, governance systems did not consistently ensure good practice in key areas. Medicines governance required improvement to ensure missing information on medication records was captured, reviewed and remedied, and to provide assurance that administration was recorded safely and consistently.

Recruitment governance also required improvement. Application forms did not always contain full employment histories, and references were sometimes unclear regarding who provided them or in what capacity. This created a compliance gap which required addressing to ensure the provider could be fully assured staff suitability, background and conduct.

A training improvement plan was in place which outlined actions to address overdue modules and strengthen training compliance. The plan was being implemented and monitored to ensure training requirements are met consistently across the workforce.

There was a monthly communication audit tool in place which provided a structured method for reviewing documentation quality. Meeting minutes showed recording standards were discussed as an agenda item at team meetings.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The service demonstrated strong partnership working and positive engagement with the wider community. Staff, relatives and professionals consistently described collaborative relationships built on trust, open communication and shared goals. Staff said they regularly exchanged ideas with families, took advice, and made suggestions that were listened to and acted upon. This helped ensure care remained aligned with what mattered most to each person and supported continuity across all parties involved.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The service demonstrated a commitment to learning, continuous improvement and innovation. Staff, relatives and other professionals consistently described a culture where feedback was welcomed, concerns were acted upon and improvements were made quickly. Leaders responded to issues with practical actions. Staff said these responses helped them develop confidence, skills and consistency in their roles.

The service used digital tools to support learning and innovation. Staff accessed care plans and risk assessments through a digital app, which they found clearer and more reliable than paper. Updates were shared promptly through the app, WhatsApp groups and in‑person discussions, ensuring staff remained aligned and informed. Staff said this improved continuity, reduced errors and supported consistent care delivery.